Published on March 12, 2014
Doug Floyd firstname.lastname@example.org www.linkedin.com/in/dougvfloyd @DougVFloyd 312.502.3113 (cell)
Complexity Theory Approach (Complex Systems) Blended Agile Framework 1: Scrum Framework 2: Lean Framework 3: Kanban Framework 4: Extreme Best Practices & Metrics Contact Information
Project Manager Problem: Project manager serves in administrative role. Solution: Project manager serves as visionary leader. Need project manager to guide team through changing environment. Complexity Theory Approach (Complex Systems) Guiding vision Teamwork & collaboration Simple rules Open information Light touch Agile vigilance
Difficulty Implementing Full Agile in Large Corporation Understand current processes Identify & analyze problem areas Learn best practices from industry & competitors Review best practices & select most practical starting point Obtain management support Obtain team buy-in Select pilot projects Start with one project Collaborate with team Setup detailed communications Determine team & department strategy Apply lessons learned to future projects
Scrum Framework Time boxes Sprint Cross-functional teams Scrum Master Product Owner Open communications Daily Scrum Sprint Planning, Review, Retrospective Priorities set by Product Owner Burndown Chart Demonstrable results Delphi Process Velocity Responsiveness to change Product & Sprint Backlog
Lean Framework Phases Startup Steady state Transition-renewal Principles Customer satisfaction Best value for money Active customer participation Everything changeable Domain (not point) solutions Completion (in place of construction) Minimalism essential Performance Measures Product complete Customer cycle time Product delivery rate Process efficiency Product quality Customer satisfaction
Kanban Framework Characteristics Make all work visible Limit work in progress to within team capacity Manage workflow to improve cycle time Make all process policies explicit Improve collaboratively and continuously Overcome Agile Impediments Cross-functional team trauma Too many features hitting team at once Lack of sustained learning after initial adoption Principles Reduce delays by limiting work in progress Create visibility in work being done (Kanban boards) Include management in the transition Explicitly include learning & knowledge stewardship
eXtreme Programming (XP) Framework Values Communicate critical changes Find simplest solution that will work Correct (based on feedback) in minutes Courage to call attention to problems immediately Improve collaboratively and continuously Principles Planning Game Small Releases Metaphor Simple Design Testing Refactoring Pair Programming Collective Ownership Continuous Integration 40-Hour Week On-Site Customer Coding Standards
Best Practices & Metrics Best Practices Increase Product Quality Improve Customer Satisfaction Raise Team Morale Increase Collaboration & Ownership Improve Performance Visibility Increase Project Control Increase Project Predictability Reduce Risk Key Metrics Sprint Goal Success Rate Defects Total Project Duration Time to Market Total Project Cost Return on Investment
Doug Floyd Business technologist specializing in program execution and driving transformative growth through digital technology strategies. SlideShare Presentations: www.slideshare.net/dougvfloyd Digital Leadership Digital Money & Payment Internet of Things Next Gen Agile 3.0 Next Gen Lean 3.0 Next Gen PMO 3.0 Doug Floyd email@example.com www.linkedin.com/in/dougvfloyd @DougVFloyd 312.502.3113 (cell)
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